Email OF The Day

Tuesday, 4 November 2014

[www.keralites.net] Fw: Fwd: FW: Walmart Container ship [9 Attachments]

Walmart Container Ship crosses from China to U.S. in just 5 days

The Emma Maersk, part of a Danish shipping line, is

shown in the photos below.

What a ship....no wonder 'Made in China ' is displacing

North American made goods big time. This monster

transports goods across the Pacific in just 5 days!! Another

two will soon be commissioned..

These ships were commissioned by Wal-Mart to get their

imported goods from China ... They hold an incredible

15,000 containers and have a 207 foot deck beam!! The

full crew is just 13 people on a ship longer than a US

Aircraft Carrier which has a crew of 5,000. With its

207' beam it is too big to fit through the Panama or

Suez Canals .........

It is strictly transpacific. Cruise speed: 31 knots.
The goods arrive four days before the typical container

ship (18-20 knots) on a China-to-California run. 91% of

Wal-Mart products are made in China. So this behemoth

is hugely competitive even when carrying perishable goods.
The ship was built in five sections. The sections are floated

together and then welded. The command bridge is higher

than a 10-story building and has 11 cargo crane rigs that

can operate simultaneously unloading the entire ship in

less than two hours.

Additional info:
Country of origin - Denmark
Length - 1,302 ft
Width - 207 ft
Net cargo - 123,200 tons
Engine - 14 cylinders in-line diesel engine (110,000 BHP)
Cruise Speed - 31 knots

Cargo capacity - 15,000 TEU (1 TEU = 20 cubic feet)
Crew - 13 people!
First trip - Sept. 08, 2006
Construction cost - US $145,000,000+
Silicone painting applied to the ship bottom reduces

water resistance and saves 317,000 gallons of diesel

per year.

Editorial Comment!
A recent documentary in late March, 2010 on the History Channel noted that all of these containers are shipped back to China, EMPTY!
Yep, that's right. The U.S. sent nothing back on these ships.
What does that tell you about the current financial state of the

west in crisis?

The west blames China for their economic failures?

www.keralites.net

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Posted by: kanagasundaram wignarajah <wgnrjh@yahoo.ca>

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[www.keralites.net] 6 Habits of True Strategic Thinkers

In the beginning, there was just you and your partners. You did every job. You coded, you met with investors, you emptied the trash and phoned in the midnight pizza. Now you have others to do all that and it's time for you to "be strategic."
Whatever that means.
If you find yourself resisting "being strategic," because it sounds like a fast track to irrelevance, or vaguely like an excuse to slack off, you're not alone. Every leader's temptation is to deal with what's directly in front, because it always seems more urgent and concrete. Unfortunately,
if you do that, you put your company at risk. While you concentrate on steering around potholes, you'll miss windfall opportunities, not to mention any signals that the road you're on is leading off a cliff.
This is a tough job, make no mistake. "We need strategic leaders!" is a pretty constant refrain at every company, large and small. One reason the job is so tough: no one really understands what it entails. It's hard to be a strategic leader if you don't know what strategic leaders are supposed to do.
After two decades of advising organizations large and small, my colleagues and I have formed a clear idea of what's required of you in this role. Adaptive strategic leaders — the kind who thrive in today's uncertain environment – do six things well:

Anticipate

Most of the focus at most companies is on what's directly ahead. The leaders lack "peripheral vision." This can leave your company vulnerable to rivals who detect and act on ambiguous signals. To anticipate well, you must:

Look for game-changing information at the periphery of your industry
Search beyond the current boundaries of your business
Build wide external networks to help you scan the horizon better

Think Critically

"Conventional wisdom" opens you to fewer raised eyebrows and second guessing. But if you swallow every management fad, herdlike belief, and safe opinion at face value, your company loses all competitive advantage. Critical thinkers question everything. To master this skill you must force yourself to:

Reframe problems to get to the bottom of things, in terms of root causes
Challenge current beliefs and mindsets, including your own
Uncover hypocrisy, manipulation, and bias in organizational decisions

Interpret

Ambiguity is unsettling. Faced with it, the temptation is to reach for a fast (and potentially wrongheaded) solution. A good strategic leader holds steady, synthesizing information from many sources before developing a viewpoint. To get good at this, you have to:

Seek patterns in multiple sources of data
Encourage others to do the same
Question prevailing assumptions and test multiple hypotheses simultaneously

Decide

Many leaders fall prey to "analysis paralysis." You have to develop processes and enforce them, so that you arrive at a "good enough" position. To do that well, you have to:

Carefully frame the decision to get to the crux of the matter
Balance speed, rigor, quality and agility. Leave perfection to higher powers
Take a stand even with incomplete information and amid diverse views

Align

Total consensus is rare. A strategic leader must foster open dialogue, build trust and engage key stakeholders, especially when views diverge. To pull that off, you need to:

Understand what drives other people's agendas, including what remains hidden
Bring tough issues to the surface, even when it's uncomfortable
Assess risk tolerance and follow through to build the necessary support

Learn

As your company grows, honest feedback is harder and harder to come by. You have to do what you can to keep it coming. This is crucial because success and failure--especially failure--are valuable sources of organizational learning. Here's what you need to do:

Encourage and exemplify honest, rigorous debriefs to extract lessons
Shift course quickly if you realize you're off track
Celebrate both success and (well-intentioned) failures that provide insight

Do you have what it takes?

Obviously, this is a daunting list of tasks, and frankly, no one is born a black belt in all these different skills. But they can be taught and whatever gaps exist in your skill set can be filled in. I'll cover each of the aspects of strategic leadership in more detail in future columns. But for now, test your own strategic aptitude (or your company's) with the survey at www.decisionstrat.com. In the comments below, let me know what you learned from it.

Junaid Tahir
www.DailyTenMinutes.com